STATEMENT OF INTENT 2013 2016 - Ground Floor, 86 Customhouse Quay, Wellington 6011, New Zealand PO Box 2251, Wellington 6140 Phone: +64 4 472 8058 ...
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STATEMENT
OF INTENT
2013–2016
www.sportnz.org.nz
Ground Floor, 86 Customhouse Quay,
Wellington 6011, New Zealand
PO Box 2251, Wellington 6140
Phone: +64 4 472 8058 Fax: +64 4 471 0813
ISBN: 978-1-927232-14-9STATEMENT OF INTENT 2013-16
TABLE OF CONTENTS
FOREWORD .................................................................................................................2
STATEMENT OF RESPONSIBILITY ..............................................................................4
SPORT NZ – WHO WE ARE ..........................................................................................5
WHAT WE ARE TRYING TO ACHIEVE ..........................................................................7
OUR OPERATING ENVIRONMENT ..............................................................................8
MEASURING OUR PROGRESS TOWARDS OUR STRATEGIC OUTCOMES .................11
OUR OPERATING INTENTIONS ................................................................................15
MEASURING OUR IMPACT ........................................................................................16
Outcome 1: More Young People engaging in More Sport and Recreation .................16
Outcome 2: More Adults engaging in More Sport and Recreation .............................18
Outcome 3: More Winners on the World Stage .........................................................19
Sector Capability and Sector Alignment ..................................................................21
FORECAST STATEMENT OF SERVICE PERFORMANCE...........................................24
Output Class 1: Sport and Recreation Programmes .................................................24
Output Class 2: High Performance Sport: More Winners on the World Stage ...........28
Output Class 3: Prime Minister’s Sport Scholarships ...............................................30
THE SPORT NZ GROUP’S ORGANISATIONAL CAPABILITY......................................31
PROSPECTIVE FINANCIAL STATEMENTS ................................................................34
STATEMENT OF ACCOUNTING POLICIES .................................................................40
SIGNIFICANT ACCOUNTING POLICIES ....................................................................41
APPENDIX 1: FUNCTIONS OF HPSNZ ......................................................................47
APPENDIX 2: SPORT NZ GROUP GOVERNANCE ......................................................48
1FOREWORD
Sport enriches the lives of New Zealanders every day. It’s woven through our culture,
our traditions and our folklore. We are a nation of proud sports-lovers.
Sport brings communities together, in teams, on the sidelines and as spectators.
Many of our greatest heroes have been sportspeople and, when they win, all New
Zealanders share their joy and feel their greatness.
Sport New Zealand (Sport NZ) is proud to be the guardian of this sporting life-blood
that runs through our world-class sporting system, from grassroots through to elite
sport. And we are pleased to present the 2013-2016 Statement of Intent (SOI) for Sport
NZ and High Performance Sport New Zealand (HPSNZ), which outlines the priorities
that will drive our work over the next year, and beyond. These include:
• a world-class sport system - leading, enabling and investing to maintain
New Zealand’s world-class sport system, and in particular building the
capability of our partners in the sport and recreation sector
• high performance sport – further developing the country’s high performance
system by implementing a new Strategic Plan, and investing in and
developing a network of high performance sport infrastructure
• community sport and recreation – enabling our partners to get more young
people and adults involved in sport and recreation, and grow the number
of volunteers who make sport happen, particularly coaches. We will also
providing leadership for national sport organisations (NSOs) and territorial
authorities (TAs) in the area of community facilities, by developing a national
framework
• major events – building Sport NZ’s major events capability, and supporting
the successful hosting of the 2015 Cricket World Cup, the 2015 Junior FIFA
World Cup and other events
• talent development – implementing a national Talent Development Strategy
to ensure there is a seamless pathway to the top for our most talented
young athletes
• driving efficiency and effectiveness – working to ensure that both the sector
and the Sport NZ Group operate as efficiently and effectively as possible,
and are sustainable into the future.
Maintaining our world-class sport system
Sport NZ will continue to lead the sport and recreation sector, and enable and invest in
our partners to maintain New Zealand’s world-class sport system.
We will continue to focus on building the capability of NSOs, so they are better able to
deliver on our strategic priorities and remain sustainable into the future.
High performance sport
Following the outstanding success of our Olympians and Paralympians in London,
HPSNZ is implementing its 2013-2020 Strategic Plan, which maps the next two
Olympic cycles. Inherent to the strategy is the development of a sustainable high
performance sport system that is capable of constant improvement. This will be
achieved through increasingly targeted investment and collaborative leadership.
2STATEMENT OF INTENT 2013-16
FOREWORD
We recognise that New Zealand’s competitive sporting advantage comes from
a unified approach and knowledge sharing, something that most nations with
fragmented, decentralised sport systems are unable to replicate.
Our focus on building fit-for-purpose high performance facilities will continue,
working in partnership with the private sector where possible. We will also continue
to create high performance clusters such as Cambridge, where synergy and sharing
benefits will accrue. These types of facilities and performance hubs are vital in helping
athletes arrive at the start line as well prepared as they can possibly be.
Community sport and recreation
We will continue to roll out our Community Sport Strategy, working with targeted
NSOs to develop plans based on collaboration and regional alignment, particularly
with regional sports trusts (RSTs).
The Community Sport Coaching Plan will be a priority, delivering to its objectives of
more coaches, better coaches, greater recognition of coaches and a more positive
community sport environment. This work will be aligned with a broader volunteer
strategy that also includes a new three-year partnership with the New Zealand
Lotteries Commission to recognise and reward sports volunteers.
Ensuring there are spaces and places for sport and recreation to take place is
increasingly becoming a priority. NSOs and territorial authorities are seeking Sport
NZ’s guidance and advice on the best ways to develop and run community facilities.
This year we will develop a national framework for facilities to enable each community
to better respond to local community and sporting needs.
The 2013/14 Active New Zealand Survey will be in the field this year, with results
available in late 2014. The survey measures how, and how many, adults are
participating and volunteering in sport and recreation. As such, it not only measures
Sport NZ’s performance, but also provides valuable information that will guide the
sector in its decision making for the next five years.
For young people, our Sport in Education project is now up and running in eight pilot
schools around the country. We believe it will improve not just sporting outcomes, but
also academic and social outcomes. KiwiSport will also remain a priority.
Major events
This year Sport NZ will have a strong focus on major sporting events. The 2015 World
Cups Office has been established within Sport NZ to support the successful delivery of
both the 2015 Cricket World Cup (which New Zealand is co-hosting with Australia) and
the 2015 FIFA Under 20 World Cup. Through the Office we’ll look to establish strong
partnerships, both inside and outside of government, to ensure these events are
delivered to a world-class standard and leave a lasting legacy for New Zealand.
Beyond the work of the Office, we’re also building our general events capability. There
are other national and international events, both existing and emerging, which have
the potential to benefit New Zealand – not just the sport and recreation sector, but also
in the areas of trade, tourism and culture. We will look to form partnerships to ensure
the best of these opportunities are realised.
In parts of the sport and recreation sector, events are also emerging as both a
significant driver of participation and a potential revenue stream.
3Strong leadership is required to bring all of these strands of events activity together.
This year our focus will be on delivering a national sports events strategy, to ensure
everyone involved understands the government’s objectives when it invests in events,
and players are involved in making them happen.
Talent development
Sport NZ and HPSNZ will work together to implement a Talent Development Strategy
to fill a gap in our current athlete development pathway. While Sport NZ and HPSNZ
will lead the strategy, NSOs and a network of regional support centres will also
play a key role in ensuring the best of young athletes are identified. Athletes will be
supported in the region in which they live and be given the opportunity to go on to
realise their full potential.
Driving efficiency and effectiveness
Another important stream of work is the drive for greater efficiency and effectiveness
across the Sport New Zealand Group and the sector as a whole. A significant part of
this will be our work to strengthen our own contract and investment processes and
related systems, which will achieve efficiencies for both groups.
We will continue to work with NSOs and RSTs to improve the quality of executive
management, and to build their capability to ensure they are sustainable into the
future. And we will continue to closely monitor the financial stability of our partners to
ensure we can provide more effective, proactive assistance where necessary.
This strong focus on efficiency and effectiveness, combined with the drive to achieve
our priorities, will ensure our world-class sporting system thrives, and continues to
enable all Kiwis to enjoy and excel in sport.
STATEMENT OF RESPONSIBILITY
This Statement of Intent has been prepared to meet the requirements of the Crown
Entities Act 2004. It outlines for Parliament, Ministers and interested stakeholders the
Sport NZ Group’s high-level operating intentions and performance expectations from
1 July 2013 to 30 June 2016.
Paul Collins Bill Birnie
Chairperson Deputy Chairperson
Sport NZ/HPSNZ Sport NZ
4STATEMENT OF INTENT 2013-16
SPORT NZ – WHO WE ARE
SPORT NZ – WHO WE ARE
Sport and Recreation New Zealand (known as SPARC) was established as a Crown
entity on 1 January 2003 under the Sport and Recreation New Zealand Act 2002 (the
Act) to “promote, encourage and support physical recreation and sport in New Zealand”.
Its functions are set out in section 8 of the Act.
SPARC changed its name to Sport NZ on 1 February 2012.
In August 2011, SPARC established High Performance Sport New Zealand (HPSNZ)
as a wholly-owned subsidiary, by merging SPARC’s high performance unit, which
focused on investment, with the Academies of Sport North and South, which focused
on delivering support to athletes and coaches. This formed a one-stop shop for
elite athletes, enabling them to get all the performance support they need from one
organisation.
The Board of Sport NZ retains full ownership and accountability for the performance
of HPSNZ. HPSNZ has its own dedicated Board that recommends decisions to the
Board of Sport NZ. The HPSNZ Board is accountable for the support it gives to high
performance athletes, coaches and support staff. HPSNZ’s functions are set out in its
constitution and are listed in Appendix 2.
For purposes of combined financial and performance reporting, including in this
document, the two organisations are referred to as the Sport New Zealand Group.
The Sport NZ Group is funded by appropriations voted by Parliament and a share of
the profits from the New Zealand Lottery Grants Board. The Sport NZ Group receives
over $110 million each year to invest in the sport and recreation sector, and leads the
country’s sport system working towards achieving the following strategic outcomes
that are set out in the Strategic Plan 2012-2015:
• More young people engaging in more sport and recreation.
• More adults engaging in more sport and recreation.
• More winners on the world stage.
What we do
We want all New Zealanders’ lives to be enriched through participation in sport and
recreation. We are working with our partners in the sector to create a world-class
sports system at all levels to encourage more Kiwis to participate in and benefit from
a lifelong involvement in sport.
Sport NZ is responsible for setting direction through our Strategic Plan and providing
investment and resources to partners who deliver sport in their communities – that
includes national sport organisations, regional sports trusts and local councils. Our
partners play a critical role in the achievement of our strategic outcomes.
Sport NZ’s role is to lead, invest and enable the sector to achieve our outcomes and
priorities. We fulfil our role by:
5Leading
Providing a clear sense of direction, challenging the sector to keep lifting its
performance, recognising and sharing best practice, celebrating success, bringing the
sector together and providing evidence and advocacy to point the way forward.
Enabling
Building capability of our partners in areas such as governance and management
systems, information technology services, event management, facilities,
commercialisation, human resources, research and monitoring, and good practice.
Investing
Investing to produce results, monitoring the performance of the sector and reporting
back on the use of taxpayer money.
Aspects of the work carried out by HPSNZ also involve the delivery of services.
For example, HPSNZ contracts providers to deliver support such as performance and
technique analysis, nutrition, physiology, psychology, physiotherapy and massage, and
strength and conditioning services directly to high performance athletes and coaches.
Our strategic priorities
In order to achieve our strategic outcomes we will focus our work around five priority
areas. These are:
1. Young New Zealanders
We want young New Zealanders (aged 0-18 years) to develop a love of
sport and recreation that leads to lifelong participation.
2. Community sport
We want capable, sustainable and coordinated organisations delivering
quality sport to their communities.
3. Active recreation
We want a capable, sustainable and coordinated recreation sector,
delivering quality opportunities that get more New Zealanders participating.
4. High performance sport
We want New Zealand’s most talented athletes to be identified and
developed, and to win on the world sporting stage.
5. Partner capability
We want our partner organisations to be sustainable and capable of
delivering results.
Who are our key partners?
The Sport NZ Group’s key partners are:
National:
– New Zealand Olympic Committee (NZOC)
– National sport and recreation organisations (NSOs/NROs)
Regional and local:
– Regional sports trusts (RSTs)
– Territorial authorities (TAs)
– Schools
Key funders:
– Community trusts
– Gaming trusts
– New Zealand Lottery Grants Board.
6STATEMENT OF INTENT 2013-16
WHAT WE ARE TRYING TO ACHIEVE
WHAT WE ARE TRYING TO ACHIEVE
The diagram below represents the Sport NZ Group’s outcomes framework.
1. More young people 2. More New Zealanders 3. More winners on
Strategic engaging in more the world stage
engaging in more
Outcomes sport and recreation sport and recreation
We want By 2020: By 2015: By 2020:
to have 90% of school-aged • Half a million More winners on the
children take part in more adult New world stage at Olympic/
achieved: 3+ hours of organised Zealanders Paralympic Games and
and/or informal sport participating World Championships in
a week, comprising at least once a targeted sports
not less than: week in sport and
• 60% doing 3+ hours recreation
of organised sport • More than one
• 70% doing 3+ hours million people
of informal sport volunteering
in sport and
recreation
Intermediate More young people • More adults Number of New
participating in sport participating in Zealand athletes
Outcomes: and recreation through sport and recreation placed in the top 3, top
What we want to initiatives supported by through initiatives 5, top 8 and top 16 in
achieve on the our partners supported by our the work in Olympic
way to 2015 partners disciplines; top 3 and
• More volunteers top 5 in Paralympic
supporting disciplines
community sport and
recreation through
initiatives supported
by our partners
Our Impacts: More and better • Better management • A more effective high
The difference opportunities for and support of performance system
we want to make young people to learn coaches and other providing the support
movement and sport volunteers needed by elite
skills and to participate • More participation athletes and coaches
opportunities for to perform
adults • World-class facilities
available at home
Improved organisational capability of our partners
Better alignment between national, regional and local providers and investors
Our Outputs: Sport and recreation programmes: High performance sport:
The services we • Investment • Investment
provide • Policy and advice • Athlete services
• Technical advice • Technical advice
• Knowledge and information
Inputs Vote Appropriation: Vote Appropriations:
Sport and Recreation Programmes • High Performance
Sport Investment
Lottery Grants Board funding • Prime Minister’s
Sport Scholarships
7OUR OPERATING ENVIRONMENT
Sport and recreation in the lives of New Zealanders
We are working with our partners to create a world-class sports system to encourage
Kiwis of all ages to participate and reap the benefits of a lifelong involvement in sport
and recreation.
Our study into the value of sport confirms sport and recreation are highly valued in
New Zealand, and make a significant contribution to many aspects of our lives:
• nine out of 10 young people and 8 out of 10 adults take part in one or more
sport and recreation activities
• we have more than 15,000 sport and recreation clubs, supported by 750,000
volunteers; and
• sport contributes $5.2 billion (or 2.8% of GDP) to our economy.
Our world-class sports system relies on many organisations and individuals playing
their role. Sport and recreation needs strong leadership from national bodies, and
capable regional bodies and clubs to ensure the delivery of sport into communities is
high quality. It also relies on hundreds of thousands of volunteers – coaches, officials,
administrators and others – without whom sport simply wouldn’t happen.
High performance sport needs a group of dedicated and driven athletes, inspired by
the feats of previous champions and willing to put in the hard work required to be the
best that they can be. Critically it needs a high performance system which supports
athletes with both investment and world-leading coaching and sports science.
Because Kiwi kids have a sporting childhood, we produce a large pool of talent. We
need to ensure that our system provides a clear pathway from community sport
through to high performance, so the best athletes can be identified and nurtured along
the way.
The key to achieving all of this is to understand how sport and recreation fits into
the lives of New Zealanders and what we can do to help more young people and
adults engage in sport and recreation, and to produce more winners. This puts New
Zealanders, our customers, centre stage. Much of this understanding comes from our
national surveys.
Our 2011 Young People’s Survey gave over 17,000 young people the opportunity to tell us
about their sporting lives. The results tell us that sport and recreation are important to
them:
• 50% of girls and 60% of boys belong to a sports club
• 50% of young of young people belong to a school sports team
• 70% of young people had received coaching or instruction.
Most young people say they like sport and participate in one or more activities
regularly. We also know that our well-established and team sports, like football,
netball and rugby, are still central to young New Zealanders’ sporting lives and are
high up the list of sports that young people want to try or do more of – and most young
people want to do more of the same or some new activities. We’ve also learned that
informal sport and playful activities are significant contributors to young people’s
sporting lives.
8STATEMENT OF INTENT 2013-16
OUR OPERATING ENVIRONMENT
In 2013/14, the Active New Zealand Survey will ask over 6,000 adults about their
participation in sport and active recreation, updating results from earlier surveys and
telling us more about trends in participation. The 2013/14 survey will provide us with
a more contemporary view of adults’ sporting lives and explore both organised and
informal participation in more detail.
The Young People’s Survey provided our first insights into the importance of sporting
events, such as triathlons and fun runs, for young people, with 3 out of 10 taking part
in one or more events. The 2013/14 Active New Zealand Survey will tell us more about
adults’ participation in events.
These survey results, and other intelligence we collect while working with our
partners in the sector, provide valuable pointers to ways we can achieve our goals, and
will help inform our future strategic direction.
Strategic issues
We operate in a complex, changing and often challenging environment. Often, small
changes in society, the economy or regulation can have far-reaching effects in the
sport and recreation sector. Some strategic issues facing sport and recreation in New
Zealand are as follows.
Technological change
Digital technologies (especially social media) are giving traditional sports far
wider access to both current and new membership and other commercialisation
opportunities with free or low-cost technology that is easy to use. With increased
information being available on the internet (and through internet-based technologies
such as cloud computing) the sport and recreation sector will need to be mindful of
privacy issues and protecting private information.
The completion of digital infrastructure under the ultra-fast broadband plan is likely
to result in huge changes for sports, particularly in low-cost online broadcasting.
This will help create a potentially global reach for sports. New Zealand sports
organisations could be generating media content rather than the media outlets or
more formal channels.
Population change
By the late 2020s, it is anticipated that there will be more than one million people aged
65 years and older, compared to just over half a million in 2009. An ageing population
will demand more sport and recreation activities and facilities suitable for older New
Zealanders, while major population growth in areas such as Auckland will place a
strain on organisations and their facilities.
The make-up of New Zealand’s population is projected to change, with Europeans
decreasing from 68% of the total population in 2011 to around 63% in 2021, Maori
increasing from 14.3% to 14.9%, Pacific Islanders increasing from 7.1% to 8.2% and the
Asian population increasing from 10.2% to 13.2%1. This change in cultural diversity may
lead to demand for more globally popular sports and/or currently minor or marginal
sports. Today’s mainstream sports (e.g. rugby, cricket, netball) will have to understand
how their communities are changing to remain relevant and attract new members.
The next generation of retirees will have a different skillset, having come from largely
professional occupations. This could change the nature of volunteerism in the future.
stats.govt.nz/browse_for_stats/population/estimates_and_projections/
1
NationalEthnicPopulationProjections_HOTP01-21.aspx
9Sustainability and capability of organisations
Sport and recreation organisations often have a narrow income base and struggle for
sustainable funding and resources. Growth in casual or informal sport may cause a
gradual decline in club membership and volunteer numbers, making the traditional
club less viable. On top of this, changes in the regulatory environment (e.g. tax or
accident compensation changes and safety requirements), and potential restrictions
on alcohol sponsorship may create challenges for the sector.
Ethics and integrity
Global risks are emerging that may threaten the integrity of New Zealand’s sport
sector and highlight the need for us to support and ensure strong integrity/ethics in
the sector. Evidence is increasing of criminal involvement in sport internationally in
areas like match-fixing and distributing prohibited performance enhancing drugs. The
increasing globalisation of sport exposes our athletes to these risks and increasing
pressures to succeed heighten risks. Should this activity take hold in our sport sector
the damage would be significant.
Broader ethical and integrity issues, such as sports’ connection with alcohol,
strengthening child protection measures or supporting athletes in areas outside
merely their sporting performance, are also coming more into focus and need
consideration.
Environmental issues
There is an increasing number of environmental issues that are likely to have an
impact (both positive and negative) on the sport and recreation sector:
• rising fuel costs may lead to an increase in ‘green transport’ options as
people opt to walk or cycle;
• growing environmental consciousness may drive more demand for
environmentally responsible events;
• competing demands for use of natural resources (both land and water)
may lead to a balancing act between outdoor recreation activities and
conservation efforts; and
• urban design (particularly in Auckland and Christchurch) could be used to
co-locate sports facilities to encourage and increase use of or ensure access
to green spaces and/or water in new subdivisions.
Christchurch
Canterbury is still recovering from the devastating 2010 and 2011 earthquakes. The
balance between short-term needs and long-term planning for sport and recreation
remains a constant challenge. Codes are still grappling with the enormity of the re-
build, across many sectors, not just sport and recreation.
Auckland
Both Sport NZ and the sport and recreation sector are continuing to consider and
adapt to the significant changes to both the local government structure and the
demographics of the population in our largest city. We need to ensure we have an
efficient delivery model for sport and recreation across the super city.
10STATEMENT OF INTENT 2013-16
MEASURING OUR PROGRESS TOWARDS OUR STRATEGIC OUTCOMES
MEASURING OUR PROGRESS TOWARDS OUR
STRATEGIC OUTCOMES
The success of the Sport NZ Group in achieving its strategic outcomes depends on
the support of our partners in the sector, particularly national sport and recreation
organisations and regional sports trusts. These organisations work with other
regional and community-based organisations to deliver sport to every corner of the
country.
The Sport NZ Group has developed measures and performance standards to assess
achievement against the strategic outcomes, and the methods of assessing these are
described below. Our partner reporting system continues to be developed and refined
in an effort to improve efficiencies and improve confidence in the information provided
by our partner organisations. By ensuring high quality data is captured as close to the
source as possible, and submitted to Sport NZ on an annual basis, we are able to track
our partner organisations’ contribution to our strategic outcomes.
OUTCOME 1:
MORE YOUNG PEOPLE ENGAGING IN MORE SPORT AND RECREATION
The first national survey of young people’s participation in sport and recreation was
completed in December 2011 and analysed in 2012 to establish baselines. These
baselines have resulted in us setting new targets and timelines out to 2020 to measure
the impact on our aim to engage more young people in more sport and recreation.
Previously our measure was for organised sport only (in its broadest sense, so
including active recreation). However, the survey has shown us the important part that
informal sport plays for both boys and girls, so we have added an additional measure
around informal sport and an overall measure of participation to show the full picture.
Strategic Outcome Measure Baseline Performance
Standard
More young people Percentage of Results from the 2011 By 30 June 2020:
engaging in more school-aged children Young People’s Survey 90% of school-aged
sport and recreation (5-18 years) who show: children take part in
participated in 3+ hours of organised
• 56% of school-
sport or recreation and/or informal sport
aged children took
(including physical a week, comprising
part in 3+ hours of
education) for at least not less than:
organised sport a
three hours per week.
week • 60% doing 3+ hours
• 66% of school- of organised sport
aged children took • 70% doing 3+ hours
part in 3+ hours of of informal sport.
informal sport a
week.
11Intermediate Outcomes:
More young people participating in sport and recreation through initiatives
supported by our partners.
Measure 2011/12 Figures Performance Standard
Number of young As reported in the By 30 June 2014: By 30 June 2015:
people (5-18 years) Annual Report 2011/12: Increase in baseline Increase in baseline
participating in Fundamental figures as reported by figures as reported by
sport and recreation Movement partner organisations. partner organisations.
through initiatives
• NSO = 228,727
supported by our
(22 NSOs)
partners
• RSTs = 137,602
Club Members
• NSO = 348,637
(48 NSOs)
• RST = 337,914
Events
• NSO = 55,722
(32 NSOs)
• RST = 146,656
Primary schools
• NSO = 267,475
(17 NSOs)
• RSTs = 254,778
Secondary schools
• NSO = 120,107
(25 NSOs)
• RST = 87,784
12STATEMENT OF INTENT 2013-16
MEASURING OUR PROGRESS TOWARDS OUR STRATEGIC OUTCOMES
OUTCOME 2:
MORE ADULTS ENGAGING IN MORE SPORT AND RECREATION
The baseline standards were established in 2007/08 through the Active New Zealand
national survey. Performance standards for 2015 were set during the development of
the Sport NZ Strategic Plan in 2009. The survey is being repeated in 2013/14.
Strategic Outcome Measure Baseline Performance
Standard
More adults engaging • Number of adults • 2,388,195 adults2 By 30 June 2015:
in more sport and (16 years and over) (73% of the Half a million more
recreation participating in at population) adult New Zealanders
least one sport or participated in at participating at least
recreation activity least one sport or once a week in sport
during any one recreation activity and recreation.
week. during any one
week in 2007/08. More than one million
• Number of adults New Zealanders
(16 years and over) • 829,735 adults (25% volunteering in sport
who volunteer of the population) and recreation.
(e.g. unpaid club volunteered
administrators in sport and
or coaches etc.) recreation at least
in sport and once a year in
recreation at least 2007/08.
once a year.
Intermediate Outcomes:
More adults participating in sport and recreation through initiatives supported by
our partners.
More volunteers supporting community sport and recreation through initiatives
supported by our partners.
Measure 2011/12 Figures Performance Standard
Number of adults As reported in the By 30 June 2014: By 30 June 2015:
participating in Annual Report 2011/12: Increase in baseline Increase in baseline
sport and recreation Club members figures (as reported by figures (as reported by
through initiatives partner organisations). partner organisations).
• NSO = 599,221
supported by our
(52 NSOs)
partners
• RST = 96,692
Events
• NSO = 118,329
(37 NSOs)
• RST = 100,832
Number of volunteers As reported in the
participating in Annual Report 2011/12:
community-level • NSO = 25,070
sport and recreation (38 NSOs)
as reported by
• RST = 9,864
Sport NZ’s partner
organisations
2
Active New Zealand Survey.
13OUTCOME 3:
MORE WINNERS ON THE WORLD STAGE AT OLYMPIC/PARALYMPIC
GAMES AND WORLD CHAMPIONSHIPS IN TARGETED SPORTS
Performance against this outcome will be assessed using the international ranking
systems of sports in which athletes and teams compete. The performance measures
are set out in the HPSNZ Strategic Plan 2013–2020.
Strategic Outcome Measure Baseline Performance
Standard
More winners on Number of medals 2012: 13 medals. 14+ medals in 2016
the world stage at at Olympic Summer 16+ in 2020.
Olympic/Paralympic Games.
Games and World
Championships in Number of athletes 2012: 2 athletes or Winning at World
targeted sports or teams who win at teams. Championships.
World Championship
events in targeted
non-Olympic sports.
Number of medals 2010: 0 medals. 1+ medals in 2014
at Olympic Winter 2+ in 2018.
Games.
Number of gold 2012: 6 medals. 8+ medals in 2016
medals at Paralympic 8+ in 2020.
Summer Games.
Number of gold 2010: 1 medal. 2+ in 2014
medals at Paralympic 2+ in 2018.
Winter Games.
Intermediate Outcomes:
Achieve a sustainable high performance sport system capable of constant
improvement through collaborative leadership and investment.
Measure 2011/12 Figures Performance Standard
Number of New 2012 3: By 2014 4: By 2015:
Zealand athletes • Top 3: 13 • Top 3: 14 • Top 3: 16
placed in the top 3, top
5, and top 8 in the world • Top 5: 24 • Top 5: 23 • Top 5: 24
in Olympic disciplines • Top 8: 37 • Top 8: 35 • Top 8: 40
Number of New 2012: By 2014: By 2015:
Zealand athletes in the • Top 3: 17 Top 3: 10 • Top 3: 12
top 3 and top 5 in the
world in Paralympic • Top 5: 28 Top 5: 21 • Top 5: 21
disciplines
Number of emerging New measure. At least 150. At least 200 athletes.
athletes supported
through regional
talent hubs
3
Numbers relate to the 2012 Olympic and Paralympic Games.
4
Out-years not directly comparable to 2012 as not all sports have World Championships annually.
14STATEMENT OF INTENT 2013-16
OUR OPERATING INTENTIONS
OUR OPERATING INTENTIONS
This section provides detail about how we will contribute to our strategic and
intermediate outcomes to 2015 and the measures we will use to assess our progress.
Investment approach
We will continue to target our investment to organisations that are the most capable
and ready to deliver on our sport and recreation outcomes. We will also consolidate
our investment streams to simplify and streamline the investment process for sport
and recreation organisations. Where possible we will give organisations certainty
about their income over a two or three-year period to help them with their long-term
planning.
Capability building
By supporting our partner organisations to improve their business processes and
their management and governance prowess, we can have greater confidence in our
investment and the achievement of outcomes that we seek from our partners. A
key factor in building the capability and effectiveness of the sector is ensuring the
leadership of sector organisations is strong. In particular, the quality of leadership
provided by chief executives and their boards is vital to building a capable sector.
We will provide practical advice and assistance to our partners in the following areas
of capability building and support:
• leadership of senior management and boards
• governance
• commercial acumen
• human resource management
• financial management and sustainability
• information technology systems.
We will also emphasise delivery capability in both our community sport partners and
our high performance partners through evaluating their programmes and identifying
opportunities to impact their performance.
Performance measurement
We are continuing to develop our performance measurement systems in order to
track our progress against our strategic outcomes and improve our performance as a
leader, investor and enabler of New Zealand’s sport and recreation system. We have
also developed a data collection system that will improve the quality of data provided
by partner organisations. In addition, Sport NZ is providing ongoing support to partner
organisations to improve the data collection process and capability of staff.
Effectiveness and efficiency
We will continue to drive for efficiency and effectiveness in everything we do. We will
ensure as much resource as possible is dedicated to ‘front-line’ support for the sport
and recreation sector. We will work to reduce our administration costs over time, and
deliver better public services more efficiently.
15MEASURING OUR IMPACT
The Sport NZ Group has identified key impacts that, when assessed, will provide
valuable information about how the Group is tracking towards its strategic outcomes.
OUTCOME 1:
MORE YOUNG PEOPLE ENGAGING IN MORE SPORT AND RECREATION
Impact statement
More and better opportunities for young people to learn movement and sport skills
and to participate
The foundations for participation in sport and recreation are laid down in the early
years. Without opportunities to develop the building blocks of movement, many
children lack the confidence and competence to enjoy participating in sport and
recreation activities later in their development.
The way in which young people participate in sport and recreation is changing as
lives become more complex and there is increasing competition for young people’s
attention and time from more sedentary pastimes. Sport and recreation organisations
are also competing with new activities and new ways of connecting with existing and
potential participants that may hold greater appeal for young people than traditional
opportunities.
Schools play an important role in encouraging participation by children and young
people. The school environment is an increasingly important setting for Sport NZ.
It provides an opportunity to engage young people who currently are not participating
and to address the drop-off in participation at key transition points – between primary
and intermediate, intermediate and secondary school, and post-secondary school.
What are we seeking to achieve?
We want young New Zealanders (aged 0–18) to develop a love of sport and recreation
that leads to lifelong participation. This will be achieved when:
• children feel confident about participating in sport and recreation, in
particular being able to perform basic movement and sport skills and
through positive early experiences
• more high quality participation opportunities are provided, where young
people experience fun and enjoyable activities and opportunities to learn
and develop.
What will we do to achieve this?
We will work with, and invest in, selected partners to provide more and better
opportunities for young people to learn movement and sport skills and to participate.
In particular:
• foundation skills – the foundations for participation in sport are laid down
in the early years, so we will support organisations that provide quality
programmes for fundamental movement and basic sport skills for children
aged under 12
16STATEMENT OF INTENT 2013-16
MEASURING OUR IMPACT
• quality experience – we will provide clear guidance for parents, teachers,
coaches and other volunteers to help lift the quality of sport and recreation
experiences for children and young people, and we will encourage clubs to
provide family-friendly environments to provide children and parents with
quality experiences
• more sport in schools – we will encourage the education sector to provide
more quality sport and recreation opportunities by demonstrating how sport
can improve educational outcomes, and by strengthening the links between
schools, clubs and other providers
• youth-oriented sport – we will support sports and events that appeal to
young people and we will promote the creation of facilities and spaces to
give young people better access to sports opportunities
• tackling drop-out – we will find ways to keep young people engaged in sport
after they leave school
• work with NSOs to finalise and implement their whole-of-sport plans to
ensure that club sport remains an attractive option for young people.
Demonstrating success
Impact Measures Current Performance Standard
Performance
More and KiwiSport 313,000 children By 2014: By 2015:
better Regional and young people At least 313,000 At least 313,000
opportunities Partnership participating in children and children and
for young Fund results funded KiwiSport young people young people
people to learn in increased initiatives. participating participating in
movement and participation in funded funded KiwiSport
sport skills and in local KiwiSport initiatives.
to participate initiatives. initiatives.
Sport in Pilot underway By 2014: By 2015:
Education pilot with 8 Baseline Increases in the
continues with 8 schools. information number of:
schools. collated for pilot • young people
schools. participating in
sport
• teacher
involvement in
sport
• student
coaches and
leaders.
17OUTCOME 2:
MORE ADULTS ENGAGING IN MORE SPORT AND RECREATION
Impact statements
More participation opportunities for adults in both sport and recreation
Better management and support of coaches and other volunteers
The delivery of community sport is challenged with keeping pace with changes in
society and the economy and finding ways of working to allow better connection with
people and their communities.
There are pressures on adults’ participation and involvement in sport and recreation.
The decisions that adults make around participating in activities and contributing as
volunteers are affected by factors such as employment status, discretionary spending
power, and travel costs. There are increasing numbers of alternative activities and
ways of participating in sport and recreation outside of traditional club programmes,
as well as a widening range of non-sport and recreation activities competing for
adults’ discretionary time.
What are we seeking to achieve?
We want half a million more adult New Zealanders participating at least once a week
in sport and recreation and more than one million people volunteering in sport and
recreation. This will be achieved when:
• providers develop new ways of connecting with existing and new
participants, and with diverse cultures and communities, to ensure that
sport and recreation remain attractive options for all New Zealanders.
What will we do to achieve this?
We will work with, and invest in, selected partners to provide more and better
opportunities for adults to participate in and contribute to sport and recreation. In
particular we will:
• community sport planning – assist and invest in NSOs to lead and develop
their sports in the community
• coaches and volunteers – increase the number and quality of volunteers,
especially coaches, by providing specialist advice on managing and
supporting volunteers and by investing in coaching through NSOs
• club development – explore opportunities to strengthen the club
infrastructure throughout New Zealand
• events – continue to investigate how events can be leveraged to increase
participation
• invest in and assist selected national sport organisations to develop plans
and lead the delivery of their sport in the community through partnerships
with their regional bodies, regional sports trust and other appropriate
partners
• improved governance – work to improve gender balance on sports boards
by identifying potential candidates, providing training and setting targets, in
partnership with the NZOC.
18STATEMENT OF INTENT 2013-16
MEASURING OUR IMPACT
Demonstrating success
Impact Measures Current Performance Standard
Performance
Creating NSO community Baseline By 2014: By 2015:
participation sport investment information is Increase in Increase in
opportunities results in an being collated baseline figures baseline figures
for adults increase in during 2012/13. as reported by as reported by
through participation our partners. our partners.
initiatives opportunities for
supported by adults.
our partners
Better Community Baseline By 2014: By 2015:
management coaching plan information 7 NSOs have % increase in
and support implemented is being community the number of
of coaches leading to collated during coaching active community
and other increase in active 2012/13. plans in place coaches across
volunteers community and establish the 7 NSOs.
coaches. baselines.
OUTCOME 3:
MORE WINNERS ON THE WORLD STAGE
Impact statements
A more effective high performance system providing the support needed by elite
athletes and coaches to perform
Because New Zealand has a small population and investment level compared to its
international sporting competitors, we must not only target our resources carefully,
we must also be smart about identifying and developing our talented athletes. This
requires NSOs to have well-planned and integrated athlete and coach pathways that
are supported with the appropriate specialist and technical support.
HPSNZ was formed in August 2011 through a merger of the two New Zealand
Academies of Sport and the former SPARC High Performance unit. The purpose of the
merger was to streamline and maximise efficiencies in the high performance system.
This means that HPSNZ is responsible for ensuring the highest level of support is
efficiently delivered to elite athletes and coaches.
World-class facilities available at home
Having access to world-class facilities is an aspect of providing support to our high
performance athletes and coaches. Not only does this help to enhance the daily high
performance training environment, it may also be a factor in bringing world events to
New Zealand allowing athletes and coaches to compete at home without the need to
travel off-shore.
19What are we seeking to achieve and what will we do to
achieve this?
We want New Zealand’s most talented athletes to be identified and developed, and to
win on the world sporting stage. We will work with, and invest in, those sports that are
capable of producing results on the world stage. In particular we will:
• lead a highly effective high performance system that ensures resources are
targeted and prioritised to deliver performance outcomes
• assist NSOs to build world-class coaching and high performance
programme leadership
• enhance the daily training and competition environments (meeting targeted
sports’ high performance facility needs)
• deliver quality performance support for our athletes and coaches
• work in partnership to increase the high performance capability of NSOS
• strengthen high performance athlete development (including talent
identification and development)
• lead an integrated and robust innovation and research programme to drive
increased performance.
Demonstrating success
Impact Measures Current Performance Standard
Performance
A more Percentage of key New measure. 2013/14: By June 2015:
effective high high performance As per agreed As per agreed
performance programme KPIs with KPIs with
system performance targeted NSOs. targeted NSOs.
providing and process
the support goals achieved by
needed by targeted NSOs.
elite athletes
and coaches to
perform
World-class Athletes and National Training 2013/14: By June 2015:
facilities coaches have Centre at MISH The National The National
available at access to completed. Cycling Centre Ocean Water
home international of Excellence Sports Centre
HP training
standard facilities is scheduled is on track for
centres have
for training and for completion completion in
been established
competition. by September 2014.
in Wellington,
Dunedin, Wanaka 2013.
Planning for
and Christchurch Invest $1.5 National Hockey
(Jellie Park). million towards Centre and
the Phase 2 National Canoe
Development Racing Centre
of MISH completed.
(including the
construction of
a second indoor
swimming pool).
20STATEMENT OF INTENT 2013-16
MEASURING OUR IMPACT
SECTOR CAPABILITY AND SECTOR ALIGNMENT
Underpinning the achievement of the three strategic outcomes is a sustainable and
capable sport and recreation sector – from the grassroots to the high performance
level. Without partner organisations that have the capability to deliver results, we will
not be able to achieve our three strategic outcomes.
Impact statements
Improved organisational capability of our partners
Better alignment between national, regional and local providers and investors
Growth in the community sport and recreation sector requires change in the way
things are done so that these pressures and expectations can be met head on. This
means the capability of organisations and the people in them must be enhanced to find
new solutions and adapt successfully to these changes.
Additionally, improved linkages between groups delivering sport and recreation can
provide seamless participation opportunities for children and adults, maximise the
use of available resources and encourage joint problem solving to address common
issues.
What are we seeking to achieve?
We want our partners to be sustainable and capable of delivering results. This will be
achieved when:
• organisational capability at both national and regional level is improved to
ensure they keep pace with changes in society and the economy and provide
opportunities that match the resulting changing needs of participants
(whether at a community sport or elite level).
We also want greater alignment and more effective use of resources. The majority of
resources available to the sport and recreation sector reside primarily at the regional
level. These resources include:
• funding provided by councils and community/gaming/power/licensing trusts
• facilities provided by councils, tertiary organisations and schools
• time provided by volunteers
• expertise provided (mostly) by volunteer administrators, coaches and
officials.
These community-owned resources make up the ‘power supply’ that is available to
drive the delivery of sport and recreation across New Zealand. In comparative terms,
Sport NZ’s own resources are modest.
What will we do to achieve this?
We will work with, and invest in, selected partners to provide more and better
opportunities for adults and young people to participate in sport and recreation and to
support more winners on the world stage. In particular we will:
• developing people – we will invest in leadership by providing and supporting
leadership initiatives for NSOs and RSTs, workforce planning, and helping
sector organisations strengthen their governance and management
arrangements
21• tools and resources – we provide tools and resources to help our partners
manage their business, attract and retain volunteers, and manage their
legal and financial obligations
• commercialisation – we will help the sector strengthen its financial position
and become more self-sustaining by providing advice on commercial
capability and opportunities
• technical expertise – we will lift technical expertise in the sector by providing
high quality technical advice in specialised areas including IT, performance
measurement, and business analysis
• facilities and events – we will provide specialist advice on planning and
coordination of investment for sports facilities, and on attracting and
managing sports events
• relationship management – we will encourage greater collaboration
between and across Sport NZ’s sector partners
• coordination – we will document sector engagement strategies that
articulate clear, coordinated and purposeful engagement across the sport
and recreation sector.
Impact Measures Current Performance Standard
Performance
Organisational Improved New measure. Positive changes in aspects of
capability of organisational capability (governance, leadership,
partners to capability through commercialisation, people
support Sport support provided management, IT, finance) as reflected
NZ’s outcomes to partner by capability assessment tools.
organisations.
Better Increase in joint New measure. We will encourage more ‘joined-
alignment community sport up’ approaches to growing
between and recreation participation through initiatives
national, initiatives. such as our investment in, and the
regional and implementation of, joint NSO and RST
local providers initiatives.
and investors
22STATEMENT OF INTENT 2013-16
MEASURING OUR IMPACT
23FORECAST STATEMENT OF SERVICE PERFORMANCE
The tables below outline the outputs and corresponding activities that the Sport
NZ Group intends to deliver in the coming year, together with its measures and
information sources. These have been grouped under three output classes. The Sport
NZ Group’s progress towards achieving the performance measures will be reported
in its annual report. Comparative results from 2011/12 have been included where
available.
OUTPUT CLASS 1: SPORT AND RECREATION PROGRAMMES
To increase participation and achievement in sport and physical recreation
Output Key activity Quantity
Sector investment and management
Investment Sport NZ invests in national sport At least 70% of total sport and
to achieve and recreation organisations, recreation spending will be invested
community sport regional sports trusts, territorial in partners.
and recreation authorities, iwi organisations and [2011/12: 71%]
outcomes other organisations to achieve
community sport and recreation This includes:
outcomes. • National sport and recreation
organisations
• Regional sports trusts
• Iwi organisations
• Territorial authorities.
Investment to Sport NZ invests in national sport At least 1.5% of total sport and
achieve capability and recreation organisations, and recreation spending will be invested
outcomes regional sports trusts to achieve in national sport and recreation
capability outcomes (governance, organisations to achieve capability
leadership, commercialisation, outcomes.
people management, IT, finance). [2011/12: 2.9%]
Investment to Sport NZ invests in national sport At least 2% of total sport and
achieve event organisations to achieve event and recreation spending will be invested
and facilities facility outcomes. in partners to achieve event and
outcomes facility outcomes.
[2011/12: 2.7%]
24STATEMENT OF INTENT 2013-16
FORECAST STATEMENT OF SERVICE PERFORMANCE
Output Key activity Quantity Quality and
timeliness
Technical advice and resources
Technical Sport NZ provides expert Expert advice, guidance and At least
advice for advice, guidance and assistance provided to: 80% partner
community assistance to: 14 selected sports to develop satisfaction
sport • national sport participant/athlete pathways (targeted NSOs)
organisations to design that inform sport planning with quality and
community sport plans, and delivery structure. timeliness of
programmes and delivery community sport
[2011/12: 8 sports]
systems to grow and and recreation
sustain participation 14 selected sports to develop team consultancy
community sport plans. and advice.
• RSTs for the delivery of
community sport and [2011/12: 8 sports] [2011/12: 82.9%]
recreation initiatives. 17 RSTs to develop regional
support plans for targeted
community sports.
[2011/12: 17 RSTs]
17 RSTs for sport and
recreation outcomes, delivery
of KiwiSport, Regional Sports
Directors in schools, and/or
He Oranga Poutama.
[2011/12: 17 RSTs]
Technical Sport NZ provides expert 18 national organisations At least
advice for advice, guidance and provided with capability 80% partner
capability assistance to national support. satisfaction
development sport organisations and [2011/12: 16] (targeted NSOs)
regional sports trusts to with the quality
improve organisational and timeliness of
capability in the areas of capability support.
governance, leadership, [2011/12: 82.9%]
commercialisation, people
management, IT, finance. 10 seminar programmes or 85% participants
workshops delivered to the are satisfied with
sector. the programme/
[2011/12: 16 workshops] workshops.
[2011/12: 95%]
Technical Sport NZ provides expert Three national sport At least
advice for advice, guidance and organisations for developing 80% partner
facilities assistance to stakeholders sport specific national facility satisfaction
(including NSOs, strategies. (targeted NSOs)
territorial authorities) [2011/12: 4 NSOs] with Sport
on the development NZ’s facilities
and management of consultancy and
facilities (with a focus on advice.
Christchurch). [2011/12: 83.3%]
Technical Sport NZ provides expert Expert advice, guidance and At least
advice for event advice, guidance and assistance provided to 10 80% partner
management assistance to stakeholders national sport organisations satisfaction
on the development of major on delivering national or (targeted NSOs)
events. international events. with Sport NZ’s
[2011/12: 10 NSOs] event consultancy
and advice.
[2011/12: 83.3%]
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